Enacting Logics in Practice: A Critical Realist Perspective

Hemme, Florian; Bowers, Matthew T.; Todd, Janice S.

doi:10.1080/14697017.2019.1703025

Cited by 5 publications

(17 citation statements)

References 71 publications

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“…Table 4 highlights the ILs that the navigator needed to take into consideration while developing and attempting to implement new practices. In line with Goodrick andReay (2011), Lindberg (2014), Venkataraman et al (2016) and Fred (2019), it was clear that these logics were addressed differently at different stages of the project and at different places in the organizational nexus (Hemme et al, 2020).…”

Section: Discussionsupporting

confidence: 56%

“…be aware of which practices to maintain and which to disrupt. Our findings point to the fact that it is not the logics presence per se that determine the outcome of new practice implementation, rather how these logics are acted upon, in practice (Hemme et al , 2020).…”

Section: Discussionmentioning

confidence: 80%

“…Attempting to navigate change through a complex institutional landscape, is an increasing challenge for organizations today (Dahlman and Grosvold, 2017; Pemer and Skjølsvik, 2018), and thereby, also concerning a large number of individual actors who work in these organizations. Especially, in public organizations, challenges arise when competing logics are represented among different internal organizational stakeholder groups (Hemme et al , 2020).…”

Section: Theoretical Framementioning

confidence: 99%

“…A central challenge for officials in public facilities management organizations (PFMOs), is to translate various political directives and demands into new (organizational) practices. These practices need to align with both the structures and logics that condition the institutional landscape where these organizations operate (Galamba et al , 2012; Ramskov-Galamba and Nielsen, 2016; Hemme et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Navigating the logics of changing public facilities management

Svensson

Löwstedt

2021

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Purpose The purpose of this paper is to explore how a multitude of demands and challenges faced by public facilities management organizations’ (PFMOs) particularly in relation to a large building stock in need of measures’ are acted upon and negotiated in practice. Specifically this study asks: What are the institutional logics (IL) that constitute the organizational context of PFMOs? How does an institutional worker navigate to create change in PFMOs? Design/methodology/approach Data were collected through a case study of a public facility management organization and include interviews, a questionnaire, observations and organizational documents. The analytical focus is the work of a single actor, a project manager portrayed as “the navigator” and his institutional work (IW) of developing and implementing new organizational practices, to meet current challenges and develop a more “strategic” facility management. Findings The complex institutional landscape faced by officials in PFMOs enforce officials responsible for implementing and developing new practices to become navigators. Originality/value The findings offer a rich practice-based account of the day-to-day IW carried out by actors that try to navigate complex institutional landscapes, consisting of multiple and, at times, conflicting IL. Current challenges for PFMOs are to be portrayed as multi-dimensional and the actual work to transform organizational practices in this context is highly complex, unordered and messy. The findings point towards a need for new competences and roles to tackle current challenges; geared towards integrating different logics and perspectives.

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Section: Discussionsupporting

confidence: 56%

Section: Discussionmentioning

confidence: 80%

Section: Theoretical Framementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Navigating the logics of changing public facilities management

Svensson

Löwstedt

2021

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“…Robertson et al (2022b) found sport organizations broadly can utilize hybrid work strategies to navigate complex institutional environments. Beyond Robertson et al's (2022b) study, much of institutional theory research focuses on shifts from one dominant logic to another (Hemme et al, 2020;Slack, 2003, 2004;Southall and Staurowsky, 2013) or how organizations engage in work to maintain dominant logics when challengers seek to introduce a new logic (Cocchiarella and Edwards, 2020). Nite et al (2013) and Macaulay et al (2022) focus on the micro-level processes individuals employ to reconcile the presence of multiple competing logics within an organization.…”

mentioning

confidence: 99%

Institutional plurality and a fractured organizational self

Macaulay,

Woulfin

2023

SBM

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PurposeThe purpose of this study is to explore the plurality of logics composing an organizational field and how that plurality affects a sport governing body's (SGB) sense of self. The authors sought to determine what logics exist in a specific field and how they interact according to Kraatz and Block's (2017) types of organizational responses. Finally, the authors explore how an organization's responses affect organizational outcomes.Design/methodology/approachThe authors analyzed 476 unique organizational web pages and documents and 293 news media articles from four news outlets. The authors conduct a content analysis informed by Gioia et al.’s (2013) method to explore the website data to understand the logics of the field. The authors analyze the media articles for media accounts of events and determine how logics inform an SGB's actions (Cocchairella and Edwards, 2020).FindingsThe authors find institutional plurality leads to a fractured organizational sense of self, resulting in poor outcomes. The authors' findings suggest Kraatz and Block's (2017) as well as other previously theorized strategies do not lead to an organization reconciling competing logics. Rather, the strategies employed led to outcomes harming the organization's legitimacy and financial well-being.Originality/valueThere are several calls within the broader management field and the sport management field to address institutional plurality (Kraatz and Block, 2017; Robertson et al., 2022). Unlike previous research studies, this study finds detrimental effects of plurality on an organization. The authors discuss the strength of the strategies employed and why the strategies failed.

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